1. Seven whatevers
1. Macro management - emphasizing goals.
How many work must have goals, all goals must have a plan, beforehand: enterprise goals, budgets, target responsibility letters.
All plans must be implemented, in the process: results, implementation: general manager's office meeting, department coordination meeting, special work meeting, temporary work meeting, follow-up inspection.
All implementation must have results, after the fact: results, assessment.
2. Micromanagement - emphasizing results.
All results must be responsible, beforehand: results: calibration, responsibility.
All responsibilities must be checked, and in the matter: checking: every day, every person, every thing.
There must be rewards and punishments for all inspections. After-the-fact: rewards and punishments: immediate incentives, spiritual incentives, and role models.
2. What is the result
Enterprise development = efficiency (execution, entry) * benefit (results, achievements).
Execution ends up in the outcome.
The result is the result of everything done by everyone.
Valuable, exchangeable, and customer recognized.
The result is seven inequalities.
Responsibility ≠ result, and the completion of responsibility is not equal to the completion of the overall goal.
When the task ≠ the result, and the result cannot be provided, provide three or more solutions.
With excuses ≠ results, people break their promises to themselves.
Goal ≠ outcome.
Experience ≠ results.
Professional ≠ results.
3. Four modes of thinking for results
Result = Thinking * Habit.
Religious thinking: altruism.
Philosophical Thinking: Laws.
Business Thinking: Exchange.
Fourth, the three keys and tools for results
1. The greater the determination, the greater the results.
2. The result is ahead of schedule, and self-retreat.
3. Speed first, perfection second.
4. What is the result and how to do it.
The results are defined. Be clear what the criteria are.
A value criterion based on the same transaction.
Calibration and benchmarking: that is, there must be facts, but also data support.
Calibration: Weekly plan, Benchmarking: Weekly results.
Effective Program Management:
Personal work. departmental work.
Organize the work of the system.
Customer Value Measures: External, Internal.
5. Definition of results and nine paragraphs
1. Consciousness is pulled to the first-class, and all employees are focused.
2. Pull the results to the first-class, weekly planning, weekly results.
3. Result definition nine paragraphs - job responsibilities.
A CEO: Be a role model.
President of the second paragraph: Do preaching.
President of the third section: to be the core;The first three paragraphs of the boss's personal influence.
Fourth-section president: Do the mechanism.
President of the fifth section: Do the model.
President of the Sixth Section: Do copying.
President of the Seventh Section: Do evolution.
President of the Eighth Section: Do strategy.
President of Jiudan: Do the future.
4. Secretary of the ninth paragraph.
6. The meaning and function of follow-up inspection
The examination is powerful, but the execution is weak;
The quality of the inspection determines the quality of the work, and the inspection time determines the working time.
The examination is advanced, the results are advanced.
Check in advance, self-retreat;
Check ahead and control human nature;Human nature: procrastination, laziness, forgetfulness.
Checks: Everyone, every day, everything checks.
Inspection Mechanism, Chief Inspector of C00. According to the schedule node, advance and remind.
After-the-fact control is not as good as in-process control, and in-process control is not as good as ex-ante control.
7. COO candidates and job responsibilities
1. In the business unit, in each business unit, in the first line.
2. Four conditions:
Willingness - 100% - Method 100% - Result 100%.
Ability to learn. Enthusiasm.
Integrity. 3. Seven key points:
Program Audits. The results are benchmarked.
Focus tracking. Full inspection.
File building. Release of Information.
Implement rewards and punishments. 4. Four major enemies: acquaintances, rat culture, old man documents, and moderation culture.
C talents: regiment leader, political commissar, COO
8. Immediate incentives
Immediate motivation is the influencing behavior of an organization in response to an employee's behavior or milestone in an immediate positive or negative response.
Spiritual, internal, cognitive, correct, benchmarking.
9. Immediate incentives for the application of measures
1. Incentive**.
2. Breakfast meeting and hero meeting.
3. Festival celebrations.
4. Epistolary culture.
Sanxin Society. Appreciate yourself, appreciate your colleagues, appreciate the company.
10. Amoeba management - above
Features: 1. Amoeba has strong adaptability - evolution - human and tissue evolution.
2. According to environmental changes, constantly evolve - replication and fission - platform organizational structure.
3. Continuously carry out self-improvement, repair-improvement, repair-cycle improvement.
Differences in identity and consciousness.
Divide the accounting unit, independently carry out operation and accounting, introduce the market competition mechanism into the operation, fully participate in the operation, maximize sales, minimize costs, and share three commons: common learning, common talents, and common interests.
Ten.
1. Amoeba management - below.
Cognitive-Directional-Method-Result Correct.
To the left: Cost reduction tool.
To the right: Amoeba for amoeba.
It is recommended to use both in China and China.
Operation & Management:
Operation: Profitability and development;The operation emphasizes people-centered, people go smoothly, stimulate, activate, standard, and require.
Management: To achieve the goals of each department, management emphasizes things as the center, control, organization, command, budget, and assessment as the main means.
Management, Rights, Control, Employees, Actions, Behaviors, Goals.
Management, coaching skills, knowledge assistance, athletes, attitude thinking,
The management is people-centered, surging people's enthusiasm, and improving people's combat effectiveness as the main means, and finally accomplishing a common goal.
Management is centered on control, and assessment is the main means to enable each department to complete the objectives of each department.
To learn amoeba, first establish a management mindset.
Ten.
Second, the origin of amoeba management.
Origin: Profitability and development.
Thinking away from the original point is wrong.
Principle: Let all employees work around profitability and participate in the operation.
Implementation steps: divide the accounting unit into small units, carry out accounting independently, carry out business and decision-making independently, and have independent business objectives, operating budgets, business plans, and incentive systems.
The two most effective ways of development: endogenous and exogenous: talents, enterprises seize the opportunity to promote the development of enterprises through external forces.
Ten.
3. Amoeba management principles - above.
First, the battlefield of business is on the front line.
2. Maximize sales and minimize expenses.
Ten.
Fourth, amoeba business principles - below.
Third, business needs data, and current data is needed.
Fourth, the principle of transparency.
1. Information symmetry.
2. Data transparency.
3. Transparent rewards and punishments.
4. Transparent meetings.
Amoeba operates